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In this chapter, the authors conduct a robustness study for the classic experimental results of Lynch, Miller, Plott, and Porter (1986, 1991). The authors find strong support for the original hypotheses in an updated experimental marketplace, consisting of dichotomous product qualities, non-binding signals of product quality, fixed seller identifiers, and an end-point design of deliberate ambiguity. The authors show that fixed identifiers alone are not sufficient devices to support efficient outcomes in these updated market conditions.

Fifty years ago the political scientist Robert Dahl concluded that courts are usually in sync with “the policy views dominant among the lawmaking majorities” and thus offer little help to aggrieved minorities (Dahl, 1957, p. 285). In recent years, Dahl's classic formulation has received renewed attention. This chapter uses the example of the Rehnquist Court's First Amendment decisions to analyze “regime politics” theory. On religion cases the Rehnquist Court was generally in sync with the socially conservative strain in the Republican Party, but in other First Amendment areas the pattern is far more complex, raising questions about the relationship between conservative judges and the political movements that brought them to office.

The nutritive properties of various dietary components and their effects on health are regularly debated in the scientific literature and popular media. The study of the regular consumption of cake in relation to the risk of developing metabolic disorders is however an exciting new development in the field. This chapter suggests that cake consumption is amongst a number of factors that may explain The Ambridge Paradox: the extremely low incidence of metabolic disorders such as obesity and Type 2 diabetes observed in a small Borsetshire village. The chapter identifies 10 dietary and lifestyle habits observed in this population that may be beneficial for cardiovascular health, acting through a variety of mechanisms. Key amongst these may be the synergic properties of several biochemical components of cake, especially the phenolic compounds in varieties with a fruit-based element, such as lemon drizzle. The chapter concludes that the dietary and lifestyle habits of the Ambridge cohort show promise as a model for improving the metabolic health of wider populations. In particular, it suggests that cake consumption may be a promising therapeutic supplement to prevent and even treat metabolic disorders.

Companies in all industries are searching for new sources of competitive advantage since the competition in their marketplace is becoming increasingly intensive. The resource-based view of the firm explains the sources of sustainable competitive advantages. From a resource-based view perspective, relational based assets (i.e., the assets resulting from firm contacts in the marketplace) enable competitive advantage. The relational based assets examined in this work are brand image and corporate reputation, as components of brand equity, and customer value. This paper explores how they create value. Despite the relatively large amount of literature describing the benefits of firms in having strong brand equity and delivering customer value, no research validated the linkage of brand equity components, brand image, and corporate reputation, simultaneously in the customer value–customer loyalty chain. This work presents a model of testing these relationships in consumer goods, in a business-to-business context. The results demonstrate the differential roles of brand image and corporate reputation on perceived quality, customer value, and customer loyalty. Brand image influences the perception of quality of the products and the additional services, whereas corporate reputation actions beyond brand image, estimating the customer value and customer loyalty. The effects of corporate reputation are also validated on different samples. The results demonstrate the importance of managing brand equity facets, brand image, and corporate reputation since their differential impacts on perceived quality, customer value, and customer loyalty. The results also demonstrate that companies should not limit to invest only in brand image. Maintaining and enhancing corporate reputation can have a stronger impact on customer value and customer loyalty, and can create differential competitive advantage.

Catering business is one of the most prominent and sought-after business investment in Dehradun, given the number of people who have a busy lifestyle. This fact gets more influential as Shugan Group is a catering company that serves the Dehradun market, a valley in the foothills of Shivalik Mountain Range in the state of Uttarakhand. Dehradun enjoys the benefit of being the Capital of Uttarakhand. The catering companies offer a lot of employment while promising delicious food to the stakeholders. Many individuals rely on this sector through food trucks, small shops or through full-fledged catering service providing companies. The group offers innovative and interesting food options for Doonites through their catering services including a lot of regional food options. Traditionally, the catering services in the town comprises handful options to deliver in the form of just food items. The catering services now involve a lot of service elements also including serving of the dishes, ambience and all inclusive of personnel factors. Many individuals assume that mess food is everyday kind of boring food. This assumption definitely holds true throughout the student community who are the major benefactors of the catering services as Dehradun is an education hub in the country. The new food offerings therefore face a lot of change as some of the ingredients definitely are the everyday incorporated ones. In the past couple of years, the catering services concept had gained acceptance for investment because of rise in demand for variety to be provisioned in the offerings as students hold diverse demographical differences. A lot of significance has been given to the likeness of various food options. Shugan Group wishes to inject a new life into the student catering market, leveraging the culinary skills of their handpicked chefs to develop creative new catering options. The advanced skills of chefs, industry insight of the group and an already existing market opportunity will allow the group to showcase its potential. Shugan Group is a start-up company. Marketing is critical to its success and future profitability. It offers creative gourmet for mess catering for a wide range of events and everyday eating options. The basic market need is high quality and creative food options. Having worked in the industry for the past few years and witnessing the dynamic environment including rise in disposable incomes, rise in consumer awareness, consumer’s keenness to eat new delicacies every day and desire to purchase quality food, the group has invested a lot in understanding what the consumers want. The performance of the group has been moderately incremental. After holding qualitative wisdom on the requirements of the market, Shugan Group is currently in the speculative stage in terms of being a caterer. The group wishes to reasonably understand the option that it should consciously adopt in terms of being modest about thinking only of financial benefit, with reasonable expansion every year only for the sake of being financially viable or build a strong brand and start getting people to increase word of mouth thereby bringing organic growth.

Marketplaces are changing, and customers are demanding improved experiences where they want, how they want, and when they want. The omnichannel concept is perceived as an evolution of multichannel retailing, which implies a blurring division between the physical and online stores. In the omnichannel environment, customers move freely among physical and online stores expecting seamless shopping experiences between channels. Among different generational consumer groups, Gen Z deserves marketers’ particular attention, which is the new rising segment for omnichannel experiences. The purpose of this chapter is first to verify the essence of generational differences in consumer’s omnichannel buying behavior by giving a special focus on the Gen Z segment. Secondly, this chapter discusses how retailers should integrate their online and offline store channels to provide the best retail brand experience to these distinctive Gen Z consumers.

Customer experience is increasingly recognized as a source of competitive advantage. Customer experience refers to customers' responses and reactions to cues within touchpoints along customer journeys. Nowadays, customers often interact with online touchpoints – such as social media, websites, or e-commerce – in their customer journeys. Given that customer experience is multidimensional, this chapter addresses the following question: How can sensorial experiences be triggered in online touchpoints? Based on a review of the literature on customer experience and sensory marketing, four challenges in triggering sensorial experiences in online touchpoints are identified: (1) limited sensorial cues, (2) lack of thematic congruence between online and offline touchpoints, (3) sensory overload, and (4) lesser control over sensorial cues. Then, two routes through which organizations can trigger sensorial experiences in online touchpoints are proposed: (1) directly influencing sensations through sensory-enabling technologies, and (2) indirectly influencing sensorial perceptions through the use of sensory and nonsensory cues. The chapter closes with a presentation of a model that describes the process of triggering sensorial experiences in online touchpoints as well as a checklist of relevant questions for practitioners who wish to do so.

Ranging from the romanticism era to the postmodern paradigm and the experiential approach, this chapter reexamines the fundamental roots of the consumption experience concept while addressing the conceptualizations and nature of customer experience. In this context, the concept of customer experience in the tourism field is outlined. We set out to readdress the essence of the customer experience in the light of the consumer value (CV) as a relevant empirical ground to study it. Hence, this chapter revisits the intricate epistemological and methodological connection of the customer experience to CV. This leads to a rediscussion of the key role of customer introspection approach while outlining the narration side in studying this intimate connection of both concepts in the tourism field.